Great Western Future Plan 2014-2024 · The Great Western Future Plan (GWFP) provides a vision for future social, economic and investment opportunities through integrated township

Great Western Future Plan

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2014-2024

Final Report

July 2014


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Contents

Executive summary ................................................................................................................................... 6

Introduction .............................................................................................................................................. 11

Purpose of the Plan ............................................................................................................................................................ 11 A potted history .................................................................................................................................................................. 12 Drivers for change .............................................................................................................................................................. 14

The Western Highway and the Bypass ......................................................................................................... 14

Vision .......................................................................................................................................................... 18

Study area ................................................................................................................................................. 18

Policy and strategy alignment ............................................................................................................... 18

The opportunities and challenges ........................................................................................................ 19

1. Tourism and economic development ......................................................................................... 22

2. Gateway and streetscape treatments ....................................................................................... 26

3. Community assets and services .................................................................................................. 29

4. Living, lifestyle and planning ....................................................................................................... 34


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5. Governance and advocacy ........................................................................................................... 37

Future Plan key elements....................................................................................................................... 39

Implementation plan .............................................................................................................................. 40

Funding strategies ................................................................................................................................... 46

Summary of funding guidelines ....................................................................................................................................... 46

List of tables

Table 1 – Tourism and economic development strategies .................................................................................... 22

Table 2 – Gateway and streetscape strategies ....................................................................................................... 27

Table 3 – Community assets and services strategies ............................................................................................. 30

Table 4 – Living and lifestyle strategies ................................................................................................................... 34

Table 5 – Governance and advocacy strategies ...................................................................................................... 37

Table 6 – Possible funding program summary ....................................................................................................... 46

Table 7 – Funding strategies ..................................................................................................................................... 47

List of figures

Figure 1 - Future Plan key elements .......................................................................................................................... 9

Figure 2 - Hard Hill Mine site. Source Heritage Victoria ........................................................................................ 12

Figure 3 – St Peters Vineyard 1887-1892. Source http://www.queenslandfamilytrees.com .............................. 12

Figure 4 - Crushing grapes. Source www.seppelt.com.au/en/History.aspx ........................................................ 13

Figure 5 - Bests Great Western. Source www.bestswines.com/history .............................................................. 13

Figure 6 - Western Highway duplication. Source: VicRoads ................................................................................ 14

Figure 7 - Proposed Great Western bypass alignment. Source VicRoads ........................................................... 15

Figure 8 - Primary study area ................................................................................................................................... 18

Figure 9 - Existing features ....................................................................................................................................... 20


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Figure 10 - Tourism and economic development concepts ................................................................................... 25

Figure 11 – Gateway and streetscapes concepts .................................................................................................... 28

Figure 12 - Community assets and services concepts ........................................................................................... 32

Figure 13 - Memorial Park Opportunities Plan ....................................................................................................... 33

Figure 14 - Future residential concepts ................................................................................................................... 36

Figure 15 - Future Plan key elements ...................................................................................................................... 39


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Report statement

The information contained in this document has been gained from anecdotal evidence and research. It has been prepared in good faith and is based on a

review of documentation and data as well as interviews with Council staff, community members and relevant stakeholders and communities of interest. Neither

SED Advisory nor its servants, consultants, agents or staff shall be responsible in any way whatsoever to any person in respect to the report, including errors or

omission therein, however caused.

Acknowledgements

SED Advisory would like to acknowledge and thank the organisations, groups and individuals who were part of our consultation activities and who contributed to

this report.

Contact Details

Ballarat

19 Albert St, Ballarat Vic 3350

PO Box 2378 BMC, Ballarat Vic 3354

T: +61 3 5331 2565

F: +61 3 5331 2989

E: [email protected]

W: www.sedadvisory.com

Document version

Report Stage Authors Date Reviewers Review Date

Version 0.2 Fiona Davey 21 March 2014 Brett Davis 22 April 2014

Version 0.2 Fiona Davey 9 May 2014 Brett Davis 9 July 2014

mailto:[email protected]

http://www.sedadvisory.com/

Great Western Future Plan Northern Grampians Shire Council

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Executive summary

The Great Western Future Plan (GWFP) has been developed in partnership with Northern Grampians Shire Council (NGSC) and through engagement and

consultation with the community and other important stakeholders. The GWFP presents and range of development and growth initiatives for the township. These

have considered and responded to current and future investments and projects that influence community sustainability and liveability. In addition, the proposed

initiatives aim to align to the attributes of Great Western that are valued by the community including its village feel, heritage and history, natural environment and

community services. The primary factors that have been considered include:

The implementation of the Western Highway duplication between Ballarat and Stawell and the planned bypass of Great Western;

Recent investment in sewer infrastructure in the township centre that will enhance resident attraction and improve environmental outcomes;

Growth in tourism to the region and in particular the Grampians National Park, food and wine destination and festivals and events;

Regional investment projects and regional development policy that can provide economic and population opportunities whilst recognising that Great Western

is a small but vibrant country community; and

The aspirations and vision that the community have for the town and its residents.

The GWFP has identified five development themes with supporting strategies that will guide future development and investment and support sustainable and

beneficial social and economic outcomes.

Tourism and economic development

Building upon the unique cluster of international quality wineries and the visibility of winemaking within the township and surrounds, consolidate products,

marketing and events that have a close association to this tourism and economic proposition for the township and the wider region.

Enhance the linkages with and tourism opportunities that can accrue from proximity to the Grampians National Park, regional food and wine destinations and

its location on the Western Highway.

Improve information for visitors through web and print media and via investment in sympathetic signage, information boards and heritage interpretation

within the township.

Investigate opportunities to create low impact visitor experiences including cycling and walking tracks and trails, events, visitor accommodation options, local

food and other services.

The history and heritage of the township, including its gold mining, vineyards, winemaking and settlement are significant points

of difference and present a unique and strong proposition upon which to build tourism and appropriate economic activity


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Gateways and streetscapes

Clearly define gateways and arrival points within the township and township boundaries to create a more visible and integrated identity and brand, and

provide points of interest and destinations for travellers. Consideration should be given to the Highway and Bypass treatments and associated ‘arrival’ points.

Strategically plan and implement streetscape and township renewal projects to enhance community and visitor amenity prior to Western Highway related

works and that which also create better places and spaces that will present once the Bypass is operational.

Community assets and services

Further community engagement and strategic asset and land use planning should be undertaken to determine evidenced, and community wide preferred

options for the future function, use and sustainability of key community sport and recreation assets. This includes the Recreation Reserve, Racecourse

Precinct, football oval, netball and tennis facilities and Memorial Park under a master plan process.

Community services and activities should be promoted to existing, potential and future residents to build on community strengths, foster participation and

provide a welcome to new community members and their families.

The natural and built features of Great Western should be protected and sympathetically enhanced. Improvements should

contribute to the existing village attributes and the wine village brand, and encourage travellers and visitors to stop and

visit Great Western.

Community assets and services contribute to community life for residents and provide facilities for local and visitor activities and

events. The community have an important role in their management, upkeep, planning and development and therefore is the

major stakeholder in determining their future.


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Living and lifestyle

Facilitate and support appropriate residential development including the uptake of existing vacant lots and well-planned sub-divisions within the residential

heart of Great Western that can take advantage of existing services and utilities.

Revision and updates of the current UDF should be completed to reflect current and future development and investment activities including the Western

Highway and Bypass projects, the recommendations of the GWFP, infrastructure and assets investments and future urban design, signage and streetscape

works.

The revised UDF should be incorporated into the Northern Grampians Planning Scheme to guide and inform planning application and decisions.

Governance and advocacy

Establish a Great Western Future Plan Committee that incorporates existing groups and associations under an umbrella organisation to oversee the

progression of the GWFP and to provide a platform for various interest groups to have an opportunity to participate and be involved in strategic projects for

Great Western.

The Committee, in partnership with Council and other peak agencies, should also be an advocate for community issues including ongoing planning for the

Bypass and future investment and community development and growth.

Residential development should be encouraged where essential services are located and that contribute to the retention and

enhancement of the village environment. Expansion of township boundaries through ribbon development should be

monitored to reduce impacts on these village characteristics and supported through appropriate planning scheme and urban

design mechanisms and frameworks.

Community initiatives and services are supported by a range of committed and passionate community volunteers. A key issue

for communities is the capacity to sustain a number of associations and groups, encourage participation in community

governance by a wide number of residents and reduce volunteer fatigue. There is strong community support for some level of

rationalisation of effort to help deliver sustainability for groups and to support community projects and initiatives.


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Future Plan key elements

Figure 1 - Future Plan key elements


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Introduction


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Introduction

Located in western Victoria between the regional centres of Stawell to the west and Ararat to the east, Great Western is an attractive county village located on the

Western Highway. Home to internationally renowned wineries with a heritage going back to the 1860s, the town is now vibrant community with local businesses,

services and community assets that provide for a highly liveable community within the wider Grampians region.

The Great Western Future Plan (GWFP) provides a vision for future social, economic and investment opportunities through integrated township development over

the next five to 15 years. The GWFP makes recommendations relating to a range of factors that will enable the achievement of this vision for the community. This

includes land, infrastructure, community assets and residential and business growth opportunities. The GWFP will guide and inform economic and social

development and land use planning through consideration of relevant investment and development factors including:

Duplication of the Western Highway and in particular the Bypass planned for Great Western;

Connection to mains sewerage and waste water treatment in the township and the residential growth potential this presents;

Opportunities to sustain and enhance the economic and tourism potential of the township;

Development and investment options for the recreational assets that align to local and regional strategic priorities and development opportunities; and

Land use planning and urban design considerations and recommendations to meet community and NGSC objectives for the township.

In particular, the GWFP considered the following:

The values and aspirations of a range of residents, business operator, community groups and associations and their Vision for the township;

Community and Council economic and social growth and development preferences including type and location and which maximise infrastructure and

community assets; and

The impacts, challenges and opportunities presented by the Western Highway duplication and the Great Western Bypass projects.

Purpose of the Plan

The GWFP provides rationale to support future funding and investment attraction activities and surety and direction to NGSC and the community on strategic and

sustainable township development. In addition, the outcomes will inform future planning scheme amendments as required from the recommendations presented.

Introduction


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A potted history

Although Great Western is recognised today as a centre for quality wine production, the first European

settlers who arrived in the 1840s were mainly sheep graziers. Gold was found at Hard Hill to the south

of Great Western in 1856 and which continued to be the site of alluvial mining until the 1870s.

In 1858, the gold diggings were significantly opened up and rushed by over 9,000 prospectors. In June

1858 a correspondent from the Great Western diggings reported in the Mount Ararat Advertiser that they

'could now boast of a Police Camp, Post Office, Dissenting Chapel and a Reading Room’1. In 1862 a further

gold rush to Great Western attracted a large number of Chinese prospectors and was worked for several

years until deposits declined. There are some remnants of this early gold history in the region which

together with some other heritage assets in the area, are listed with Heritage Victoria.

Figure 2 - Hard Hill Mine site. Source Heritage Victoria

The first vineyards were established in 1863 by two Frenchmen Jean Pierre Trouette and

Emile Blampied who met at the Daylesford gold diggings. However, much of the local

vineyard and wine making history can be attributed to two English brothers, Joseph and

Henry Best. In 1851 the brothers prospected on various goldfields, but returned to earlier

cattle interests, setting up a saleyard and slaughterhouse at Great Western which

supplied meat to the Ararat and Stawell goldfields.

In 1865 Joseph Best planted his vineyard known as Great Western with vine cuttings taken

from the St Peter's vineyard of Blampied and Trouette. Joseph devoted his time to

developing his viticulture enterprise even employing local miners to excavate his property

and build tunnels for the storage of wine that became known as Drives. Active in local

affairs, he helped to found the Mechanics' Institute, supported the racing club and was

president of the cricket club.

1 http://vhd.heritage.vic.gov.au/places/show_history/104917

Figure 3 – St Peters Vineyard 1887-1892.

Source http://www.queenslandfamilytrees.com


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The winery was later purchased by Ballarat businessman Hans Irvine, who produced Australia’s

first sparkling Shiraz wine. Benno Seppelt took ownership of the winery in 1918 and put Great

Western on the map with magnificent sparkling and exceptional table wines, particularly Shiraz.

Today with winery is part of the Treasury Wine Estate group.

Joseph Best’s brother Henry established his vineyard ‘Concongella’ in 1886, to the north

west of the Great Western settlement and successfully exported his wine to Britain and

India for many years. He was also a member of the Stawell Shire Council in 1872-75, a

trustee of various public institutions and founder and captain of the Great Western Rifle

Club. Following his death, his son Charles ran the vineyard, before the business was sold

to Frederick Thomson in 1920 with the Thomson descendants still operating the

business today known as Best’s Great Western.

Key buildings throughout the town were constructed between the late nineteenth

century and the early to mid twentieth century. The town was surveyed in 1859 by

George Langford who named many of the streets after prominent British engineers

including Brunel, Stephenson, Paxton, Cubitt, Rennie and Locke. The sports reserve was

established in 1915 and sgnificant street planting occurred in the 1930’s, followed by the

creation of the Memorial Park in 1956.

Figure 4 - Crushing grapes. Source www.seppelt.com.au/en/History.aspx

Figure 5 - Bests Great Western. Source www.bestswines.com/history

http://www.seppelt.com.au/en/History.aspx

http://www.bestswines.com/history


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Drivers for change

The community of Great Western has a wealth of gold, wine and settler history that contributes so much to the township’s identity. The township has witnessed

many changes over the generations including its population and economic and social characteristics. In addition, the growth of regional tourism including the

development of the nearby Grampians National Park, food and wine destinations and visitor demand for authentic experiences have also presented challenges

and opportunities for the township.

Through the collective efforts of the local community, Council and other agencies, there have been a number of investments made in community assets and

amenities that provide benefits to residents and visitors alike. These include sporting and recreation facilities, service investment by local businesses, provision of

improved community assets such as town sewer infrastructure, facilities at Memorial Park, as well resident participation in a range of other community projects

and initiatives. A key feature of these initiatives is the retention of the village environment that is highly valued by the community as well as an understanding that

in order to be a sustainable community, appropriate change and investment is sometimes required. The GWFP recognises these community values and has

worked with residents to help ensure that future initiatives present appropriate and sustainable growth outcomes.

The Western Highway and the Bypass

The township has experienced a significant increase in traffic activity along

the Western Highway which cuts through the heart of the town and which

is a significant freight and general vehicle corridor between Melbourne

and South Australia. Over recent years, the State Government through its

road transport agency VicRoads, have undertaken significant planning in

relation to Highway upgrades between Melbourne and Stawell to improve

transport efficiencies, safety and to enhance regional Victoria’s

competitiveness. Currently more than 5,500 vehicles travel the highway

west of Ballarat each day including 1,500 trucks. This volume traffic is

predicted to double by 2025. A funding partnership between the State

and Federal Governments has resulted in a $500+ million investment to

duplicate the Western Highway between Ballarat and Stawell as a four-

lane divided highway.

Figure 6 - Western Highway duplication. Source: VicRoads


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As part of Highway upgrades and following a program of options assessment and consultations, a north eastern bypass has been identified for Great Western.

Although funding (at the time of this report) has not been allocated for works west of Buangor to the east of Ararat, route and alignment and planning has

progressed for future works. The proposed bypass (see Figure 7) would leave the existing highway just north-west of Delahoy Road and travel east. It

would cross part of the former Great Western landfill and the adjacent quarry, to re-join the existing Western Highway near Briggs Lane to the west

of the township. The bypass currently allows for an east-west exit along the current Western Highway alignment near Grampians Estate Winery and a

west-east exit ramp at Bests Road to the west.

Figure 7 - Proposed Great Western bypass alignment. Source VicRoads


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The bypass of Great Western presents a range of benefits and challenges for the community, which the GWFP has investigated and considered. These include:

The amenity benefits that would be enjoyed by the community following a significant reduction in heavy vehicle and other traffic movements through the

centre of the township;

Opportunities to enhance the physical amenity and presentation of the township centre and surrounds and the benefits this would deliver for environmental,

social, community , economic and visitor activity;

Potential impacts on patronage of local businesses by regular commuter, freight and visitor traffic that uses the Highway;

Understanding community issues and concerns relating to the bypass including the nature and configuration of the currently proposed exit treatments;

The opportunity to enhance township arrival and gateway points that may be different to those that present today; and

Sequencing of GWFP projects given current unknowns associated with the funding and timing of construction works.

The GWFP has undertaken an analysis of the key documents associated with the bypass and has consulted with VicRoads, Council and the community in relation to

this major project. Although the project represents a significant change for the community and has been a major consideration during the development of the

GWFP, many of the initiatives presented in the Plan are not reliant on the timing of construction works, and can be developed and implemented independently of

the Western Highway project. That being said, the GWFP does make clear reference to the current known alignment and design of the bypass to both reflect and

inform some of the proposed initiatives.


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The Future Plan


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Vision

The following vision was developed by the community as part of the 2009-2013 Great Western Community Action Plan and has been largely retained as the vision

for the community.

“A vibrant village, well connected with its community, spirited in providing

a safe, clean, self sustaining and caring environment and that is

a great town to visit, a great town to live

Study area

The township of Great Western is located on the Western Highway between Stawell and Ararat within the

municipality of Northern Grampians Shire. The Melbourne to Adelaide Western Railway passes the southern edge of

the township. Home to approximately 200 residents, the town has a strong viticulture identity and rural village

character.

The project encompasses the following study area with a focus on the main township and primary activity locations

within the following boundaries as shown hatched red in

Briggs Lane to the north west;

The alignment of the bypass to the north east including the environs around Bests Winery;

St Ethels Road and Grampians Estate and vineyard to the south east; and

The western edge of the main township towards St George Road.

Policy and strategy alignment

The GWFP aligns to local and regional development policy and strategy in key areas of:

Tourism and destination planning including enhancement of Great Western’s unique wine product offer, trails

and touring routes and improved visitor information and interpretation of primary heritage and other assets;

Sustainable development of settlements and in particular supporting the liveability features of smaller

communities;

Planning for the eventuation of the Great Western Bypass including enhancement of the townships liveability characteristics and population attraction; and

Development of infrastructure and asset strategies in the areas of township streetscapes, signage and gateways.

Figure 8 - Primary study area


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The opportunities and challenges

The history and heritage of wine making is a unique proposition that

can support further tourism and event activity and strengthen the links

with the Grampians as a major tourism drawcard for the region.

Although demand for new residential is not high, the attractiveness of

Great Western as a place to live is anticipated to grow.

Enhancing the accommodation and food offer will support future

tourism, economic growth and attract investment.

Further planning should be undertaken in relation to sporting and

recreation assets to ensure best outcomes for the community and

community groups.

Other key assets such as the Memorial Park, heritage and historical

features and the natural environment can be better promoted and

sympathetically enhanced and protected

The Bypass will enable beautification treatments to the main High

Street and support the development of Great Western as a place to live

and visit.

Marketing and promotion of businesses and services will go some to

way to negate possible economic disbenefits from the Bypass. Over

time, this may include adapting to a shift in customer markets to a

higher focus on the destination visitor rather than the volumes of

passing trade.

Highway and Bypass works will redefine the entrances and gateways to

Great Western. These gateways should reinforce the profile of the

township as a Wine Village.

Visitor information both in the township and provided by external

sources – websites, marketing activities and regional tourism links can

be enhanced.

Retention of the village characteristics of the community are very

important and need to retained through appropriate land use and

development planning and appropriate design principles.


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Figure 9 - Existing features


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Primary recommendations


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1. Tourism and economic development

The development of tourism will be an important part of economic opportunities for Great

Western. The strategic location of the township along a major transport corridor, its

proximity to the Grampians National Park and other destination regions and the quality and

long standing of wine making present tangible development and marketing opportunities.

In addition, the village features of the township and the opportunities to expand the retail

and service offer for both residents and visitors without impacting on the village aesthetics

of the township will also add to tourism-based outcomes.

The history and heritage of the township, including its gold mining, vineyards and

winemaking are a significant point of difference and present a unique and strong proposition

upon which to build tourism and appropriate economic activity. This includes strengthening

the brand and marketing of Great Western as a wine village and ensuring that these

important elements are integrated into strategic projects and marketing initiatives.

Where product gaps exist, these may be developed over time, with appropriate planning and development partnerships that will help to create an investment

attractive location for future opportunities. Sequencing of investments will need to focus on product to attract overnight stays and therefore increased tourism

spend and also provide sufficient tourism product and activities to attract investment in accommodation provision.

Table 1 – Tourism and economic development strategies

Key opportunity themes Primary recommendations Implementation strategy

The unique proposition

presented by Great Western as

the Wine Village should be

enhanced and promoted

Establish a unique and identifiable brand proposition for Great Western

that should carry through to marketing, promotion and related township

improvement initiatives. It is proposed to build upon the ‘Great’ of the

township name to create brand and marketing positioning including:

The Great Weekend / Have a Great Weekend

Great Western – Great Lifestyle / Great Living

Great to Visit

Great to Invest

Great Community / Welcome to a Great Community

1.1. Commission professional design concepts, brand messages,

brand strategies and logos that should integrate the marketing,

promotion and positioning of Great Western, and to inform

future design and interpretation elements proposed under the

Future Plan.


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the Wine Village should be


cntd….

Investigate opportunities to build on the importance of Halls Gap and the

Grampians National Park as a significant source of visitors to the region

and the township under the auspice and support of Grampians Tourism

and the strategies contained in the 2014 Grampians Destination Plan.

These include:

Regional and ‘village’ events;

Development of touring routes between ‘villages’ e.g. Halls Gap,

Pomonal, Moyston and Great Western; and

Support for planning and investment in ‘village’ and produce

development, investment attraction, events and other activities.

1.2. Through active participation on Grampians Tourism, ensure

that the tourism development opportunities for Great Western

are considered and included in future tourism investment and

product development strategies.



a Wine Village should be


Promote the history and heritage of wine making in GW through

information boards, interpretation signage, and appropriate feature

treatments at gateways and key destination points such as township

boundaries and Memorial Park. This could also form the basis for the

development of self-guided tours and trails including the proposed Great

Trail.

Enhance the interpretation of heritage and historic assets and features of

the township through signage, online information and supporting

materials. (2004 NGSC Heritage Report).

1.3. In addition to the proposed Master Plan for Memorial Park (see

Community Assets and Services), in a partnership between the

community, Council and Grampians Tourism commission a

Great Trail Implementation Plan to include possible trail

route(s), costings, design and supporting assets and

infrastructure that would be required to enhance its link to the

Great Western visitor product and support community use.

1.4. Seek EOIs from signage designers and copy writers to develop

a program of signage and other information source

development.

Identify opportunities to develop events associated with wine making and

food and wine more broadly such as a Vignerons Field Day, Wine Makers

Ball and a seasonal market.

1.5. Council and Grampians Tourism to work with the community

on opportunities to enhance existing events and to support the

development of new events that are based upon the wine and

food product of the region. This could include development of

an umbrella event(s) and activities for Great Western as part of

the existing Grampians Grape Escape Wine and Food event.

Improve information on the history and heritage of winemaking and other

Great Western features and attractions on relevant websites – NGSC,

tourism, community, regional groups and business websites.

1.6. Through a partnership between community, Council and

Grampians Tourism, develop informative marketing collateral

for Great Western that can be utilised in online, print and

media channels and that aligns to the Township signage

project presented in 1.5.


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a Wine Village should be


How to address some strategic tourism gaps needs consideration and

further planning. These include:

Attracting investment in tourism accommodation particularly for the

camping/caravan market;

Developing the food offer through café and general retail supply

outlets; and

Building on the local food and networks such as the Grampians

Produce Group, Grampians Winemakers Inc.

1.7. Include assessment of camping and caravan facilities as part of

the proposed Master Plan for the Recreation Reserve and

Racecourse Precinct.

1.8. Council to work with the community on supporting the

attraction and retention retail and food outlets and provide

proactive assistance and advice to new and existing operators

in relation to statutory and other business management

requirements.

1.9. Continue to promote and support local and regional food and

wine networks.

Through a partnership with NGSC and Grampians Tourism, corridor

councils and other agencies, consider the development of Western

Highway Discovery Trail to build awareness of attractions along the

transport corridor particularly prior to Highway and Bypass construction

activities.

1.10. Support the development of a Western Highway Discovery Trail

and where possible, integrate into future VicRoads Highway

planning and implementation strategies.


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Figure 10 - Tourism and economic development concepts


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2. Gateway and streetscape treatments

The natural and built features of Great Western should be protected and sympathetically enhanced. Although some streetscape treatments will be reliant on the

removal of heavy traffic volumes once the bypass is operational, there are a range of other improvements that can be made in the interim.

These improvements would contribute to overall village attributes and the wine village brand, and help to encourage travellers and visitors to stop and visit Great

Western. In addition, they would enhance township amenity for residents.


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Table 2 – Gateway and streetscape strategies

Key opportunity themes Priority recommendations Implementation strategy

Future streetscape and mobility works

Develop a Township Design and Streetscape Plan for the

township centre prior to completion of Highway and Bypass

works to build upon ‘village features’. This could include:

Road narrowing and speed reductions;

Improved pedestrian linkages from the village green to

the centre and within the centre;

Planting and landscaping features; and

Street furniture and improved parking conditions. 2.1. Seek EOIs to interest to undertake a Streetscape Design Plan for

Great Western to be undertaken take in a stage approach to align

to future planning and implementation of the Western Highway

Duplication and Great Western bypass project.

2.2. Integrate design and implementation of gateway and township

interpretation elements, signage and landscaping treatments into

the proposed Streetscape Design Plan.

Integrate the development of cycling and walking tracks and

trails into the changed traffic conditions presented by

Highway and Bypass works.

Improve the current and future ‘sense

of arrival’ at the Great Western Wine

Village

Redefine the primary gateways and destination point of

Great Western as being to the east of Grampians Estate, the

‘village green’ and Seppelt, and Bests Road to the west.

These can be presented via new signage and interpretation

elements, plantings and landscape features, and enhanced

amenity at the ‘village green’.

Retain and enhance the village

features and design attributes of Great

Western

Streetscape study should investigate features worthy of

enhancement and strategies that can be put in place to

enhance their presentation.


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Figure 11 – Gateway and streetscapes concepts


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3. Community assets and services

There are a number of community assets and services that contribute to community life for residents as well as providing facilities for local and visitor events.

Many of these facilities have been developed by the community who continue to have an important role in their management, upkeep, planning and development.

Facilities and services include the Primary School, Recreation Reserve and Racecourse Precinct, Memorial Park, sports reserve, township businesses and

community clubs and associations. Like many small communities, these facilities are highly reliant on the support and participation of residents for their

management and ultimately their longer term sustainability. The community therefore is the major stakeholder in determining their future. Council and other

agencies have an important role in supporting, guiding and contributing to community service planning and development and advocating for appropriate

investment and development.

3.1 Sporting related facilities

A key requirement for consideration by the GWFP was the future use and development of key sporting and open space assets within the community. One-on-one

interviews, community conversations and follow-on submissions received from the community did not provide clear community agreement on the future direction

of key community sporting assets including possible co-location of activities within a multi-purpose facility. There were strong arguments and cases presented for

co-location and the retention of the current status of these assets. The GWFP has carefully considered a number of these issues including:

Ongoing financial and management sustainability associated with maintaining and developing different facilities within the community which in some areas,

have common (or similar) purposes, uses, facilities and investment demands;

Future community uses and need for facilities as community social and participation interaction change over time;

How current and possible future facilities contribute to the attraction of visitors particularly for events;

Broad-based community responses to the future of these assets and facilities;

The opportunities that relocation of current assets from the centre of township would present in terms of the release of land and/or open space; and

The contribution these township centre based facilities play in the community life including activity, accessibility and social interaction for a range of residents.

The GWFP therefore recommends that further work be undertaken in partnership with the community to determine the optimum outcome for the future use of

and investment in these important assets to ensure that:

a) The community is fully aware of and understands the possible benefits and disbenefits of retention or co-location;

b) All residents can play an active part in the future planning of these assets and services; and

c) Rigorous business case, infrastructure designs and costings, demand modelling and management structures are developed that are clearly evidence-based

and will therefore, provide improved opportunities to attract the level of funding that would be required for development.


July 2014 – Version 0.2 — 30 —

3.2 Memorial Park

Memorial Park is an important community and visitor asset, which acts as an

arrival and destination point for travellers along the Western Highway. With a

backdrop of the Seppelt winery and fields of vines, the Park makes a distinct

statement about Great Western. The Park features memorial structures to

residents who served in military conflicts, seating, play and BBQ facilities, shade,

various flora, toilet facilities, tennis courts, information boards and signage.

There are some designated areas for car-parking and undesignated non-

Highway street locations that accommodate caravans and larger vehicles.

The community in partnership with Council have made significant contributions

to the planning, design and implementation of projects for the Park. The GWFP

places significant focus on the Park as presenting as a village green for the

community and visitors, and should be a major part of developing the village

profile of the township. In addition, the Park should act as the primary arrival

and dispersal point for visitors. The GWFP recommends that the Park should be

the location for primary community and visitor information and should be

sympathetically enhanced with appropriate features and treatments that

support this objective and which present consistent design features for other

streetscape, signage and township amenity works. An outline concept for

Memorial Park is provided in Figure 13.

Table 3 – Community assets and services strategies


Enhance key recreation

assets that provide

demonstrated local and

regional benefits

Develop a Master Plan for the Recreation Reserve and Racecourse Precinct to consider:

The need and type of facilities that will build on current and future Precinct uses:

Current users, occupiers and ‘tenants’;

Co-location of other sporting and recreation facilities such as football, netball and

tennis;

Hosting of community and visitor events;

Multi-purpose facilities for a range of uses and users;

Access, infrastructure, utilities and other usage and development considerations;

3.1. Seek EOIs for the development of a detailed

Master Plan including a supporting business case

and preliminary design and infrastructure

costings. Ensure a robust program of community

consultation and participation is included in

project management and delivery activities.


July 2014 – Version 0.2 — 31 —


Development of visitor facilities including camping and caravan park;

Precinct design including facility locations, external and internal access,

landscaping and supporting assets;

Development costings and longer term operational and management costs

including a cost:benefit analysis; and

Implementation plan including staging and investment strategies

Enhance key recreation

assets that provide

demonstrated local and

regional benefits

Undertake a Master Plan for the Memorial Park to inform future use and investment in

community and visitor assets. This should include:

Linking with the Recreation Reserve and Racecourse Precinct Master Plan in

relation to sport and recreation facilities;

Installation of proposed Great Western interpretation feature(s) to act as a draw

card for visitors, and encourage vehicles and visitors to stop in the township;

Additional visitor amenities including information boards, facilities and parking

treatments;

Infrastructure and assets that would support wider use of the Park for

community events and activities that are seen as important or worthwhile by the

community;

Assessment of future landscaping and planting works at the Park including an

assessment of the condition and longevity of existing significant trees; and

Design and implementation costings, including funding strategies.

3.2. Seek EOIs for the development of a Master Plan

for the Memorial Park as described to include a

program of robust community consultation.

Promote the lifestyle and

liveability assets and services

of Great Western to attract

and retain residents under

the Great Western, Great

Town branding concept

Develop a Great Western promotion and welcome package to promote services and

community activities including:

Local businesses and services;

Primary school;

Sporting and social groups;

Residential and land development opportunities; and

Locality – proximity to Stawell, Ararat, Ballarat, Horsham and regional attractions

such as the Grampians and the Pyrenees.

Promote through a partnership with NGSC, local real estate agents and larger

businesses and institutions in the region and provide as a welcome package for new

residents.

3.3. Partner with the community to update the current

Great Western community website with current

information.

3.4. Liaise with local real estate agents, schools and

major employers to seek support for the

promotion of the Great Western, Great Town

information pack to potential new residents and

their families.


July 2014 – Version 0.2 — 32 —

Figure 12 - Community assets and services concepts


July 2014 – Version 0.2 — 33 —

Figure 13 - Memorial Park Opportunities Plan


July 2014 – Version 0.2 — 34 —

4. Living, lifestyle and planning

The community places high importance on the retention of the village and community features of Great Western. The recent investment in sewer infrastructure in

the centre of township also supports the concentration of appropriate development within the heart of Great Western and to constrain ribbon type development

that will ultimately detract from the village characteristics. The number of larger lot sizes with multiple road access within the township present opportunities for

land owners to have options for appropriately planned and designed sub-divisions.

Under current growth trends, there is sufficient supply of non-developed residential land within the township and covered by the Township Zone to support

potential population growth over the next decade. Therefore the future residential plan (Figure 14) aligns to the current township zoning boundaries as this

adequately allows for predicted growth and rezoning of land for residential is not required at this time. By providing a range of housing options including heritage

cottages and houses and low density rural lots, Great Western will be a lifestyle choice for a diversity of people.

The GWFP recommends that short to medium term residential development should be encouraged within the township centre to both retain the current village

characteristics and to benefit from the investment made in sewer infrastructure. Development guidelines and principles as described in Table 4 should also be

included in the revised UDF.

Table 4 – Living and lifestyle strategies


Encourage residential development

within current township boundaries,

particularly within the township centre

and in proximity to the town sewerage

scheme

Impose minimum lots size and/or street frontages to ensure

subdivision retains the existing character of the village.

Avoid the use of unnecessary ‘suburban’ elements and

infrastructure within the streetscape (e.g. bollards, kerb and

channel, parking bay line marking) that could detract from the

heritage / village character of the town.

Encourage the take up of sewerage options to allow increased

development opportunities.

Support sustainable waste-water management and drainage

practices and strategies: waste water collection and treatment

systems, appropriate lot sizes to accommodation on-site

treatments, monitoring and regulatory compliance issues.

4.1. Incorporate policy and direction guidelines into the Northern

Grampians Planning Scheme.

4.2. Update the existing Great Western Urban Design Framework to

reflect recommendations and incorporate into the Northern


4.3. In partnership with GWM Water, provide support and advice to

existing and new residents on the processes for connection to

the sewerage scheme.

4.4. Develop and incorporate Wastewater Management Guidelines

for the sustainable management of onsite waste water within the

township and modify the Local Planning Policy Framework

accordingly.


July 2014 – Version 0.2 — 35 —


Defining a clear transition between

rural surrounds and the township.

Subdivision and development must be contained within the

Township Zone and Rural Living Zone to create a strong

differentiation between the town and the surrounding rural land.

New buildings should generally match the setbacks of

neighbouring buildings, with a strong preference for buildings that

address the street and visually contribute to the streetscape

character.

4.5. Incorporate policy and direction guidelines into the Northern


4.6. Update the existing Great Western Urban Design Framework

to reflect recommendations and incorporate into the

Northern Grampians Planning Scheme.

Align the Urban Design Framework to

the GWFP

The 2002 UDF is in most part out-of-date and does not adequately

reflect the current and future conditions that will impact upon

Great Western’s sustainable development. In addition, without the

UDF being incorporated into the planning scheme, the process of

good planning decisions by Council and community will be harder

to achieve. The GWFP therefore recommends that the UDF be

substantially updated to reflect and include the following:

Clear development principles focussing on protection and

enhancement of the village, vineyard, heritage, open space

and natural environment assets and features of the

township and surrounds.

Incorporate references to key infrastructure projects

including the Western Highway Duplication and Bypass,

township sewerage scheme and GWFP proposed master

plans, signage and streetscape plans.

Include GWFP concept maps and descriptors under

appropriate sections.

Expand heritage and environmental overlays and other

updates to the Local Planning Scheme.

Update reference documents, policies and strategies.

Development of an implementation strategy that should

mirror that proposed in the GWFP.

4.7. It is envisaged that updates and revisions to the UDF can be

largely completed by NGSC and also integrate into current

and future planned revisions and updates to the local

planning scheme.

4.8. It should be noted that some design principles, visualisations,

design concepts and implementation that would form part of

the UDF will occur as part of infrastructure and planning

strategies proposed for the township under the GWFP.


July 2014 – Version 0.2 — 36 —

Figure 14 - Future residential concepts


July 2014 – Version 0.2 — 37 —

5. Governance and advocacy

Like many small communities, Great Western is highly reliant on the participation and involvement of committed and passionate community volunteers for the

delivery and management of township facilities and services. A key issue for communities is the capacity to sustain a number of associations and groups,

encourage participation in community governance by a wide number of residents and reduce volunteer fatigue. There was strong community support for some

level of rationalisation of effort to help deliver sustainability for groups and to collectively support community projects and initiatives. The GWFP therefore

recommends that the community works together to identify how and where various activities can cohesively work under a Great Western Future Plan Committee,

whilst allowing for the necessary autonomy and self-governance of particular interest groups. This Committee would also provide oversight for the

implementation, evaluation and achievement of the GWFP. The capacity of Great Western residents to provide this oversight is evident in the number of successful

projects and services they have achieved and continue to achieve.

Table 5 – Governance and advocacy strategies


Support the sustainability of

community resources and the

implementation and oversight of the


Consider the establishment of a Great Western Future Plan

Committee to act as a liaison, communication and reference

group between NGSC, the wider community and key

partners on the ongoing implementation and review of the

Great Western Future Plan. Representation should include:

Local businesses and associations;

NGSC;

Youth representative

Grampians Tourism; and

Secondment or invited participation of relevant

stakeholders when activities or issues warrant wider,

specified inclusion.

Develop a terms of reference for the Committee to be

developed as a partnership between the community,

communities of interest and NGSC.

5.1. Council to support the facilitation of a community governance

forum with key community groups and associations to collectively

determine how to progress and establish the proposed Great

Western Future Plan Committee.

5.2. An agreed Committee Terms of Reference to be developed to

clearly define the purpose, role, responsibilities and governance

framework of the Committee to be reviewed on an annual basis.

Maintain discussions with VicRoads on

community issues associated with

Bypass plans

Council and community to continue to advocate on planning

and design issues associated with the Bypass to relevant

responsible authorities, and in particular the strong

community position on having a further westbound exit

ramp in the vicinity of Bests Road.

5.3. Under the auspices of the proposed Committee maintain and

strengthen lines of dialogue and communication between the

community, Council, VicRoads and other key agencies on issues

that are important to the community in relation to the Western

Highway Duplication and Great Western bypass projects.


July 2014 – Version 0.2 — 38 —


Manage the impacts of future Highway

and Bypass construction activities

Through partnerships between NGSC, VicRoads, Grampians

Tourism and other agencies, develop an ‘open for business’

strategy to mitigate potential disruption to Great Western

business and access issues.

5.4. As 5.3.


July 2014 – Version 0.2 — 39 —

Future Plan key elements

Figure 15 - Future Plan key elements


July 2014 – Version 0.2 — 40 —

Implementation plan

Timeframe Responsibility / partnership – Lead (L), Partner (P) Indicative investment

Short Medium Long Council

State

Govt Community VicRoads

Grampians

Tourism Other

Low Medium High

0-2yrs 2-5yrs 5-10yrs <$100k <$500k >$500k

Endorse the Great Western Future Plan L P

1. Tourism and economic development

1.1 Commission professional design concepts, brand

messages, brand strategies and logos that should

integrate the marketing, promotion and positioning of

Great Western, and to inform future design and

interpretation elements proposed under the Future

Plan.

L P P

1.2 Through active participation on Grampians Tourism,

ensure that the tourism development opportunities

for Great Western are considered and included in

future tourism investment and product development

strategies.

P P L

1.3 In a partnership between the community, Council and

Grampians Tourism, commission a Great Trail

Implementation Plan to include possible trail route(s),

costings, design and supporting assets and

infrastructure that would be required to enhance its

link to the Great Western visitor product and support

community use.

L P P P 2

2 Implementation phase


July 2014 – Version 0.2 — 41 —



State


Grampians

Tourism Other

Low Medium High

0-2yrs 2-5yrs 5-10yrs <$100k <$500k >$500k

1. Tourism and economic development cntd....

1.4 Seek EOIs from signage designers and copy writers to

develop a program of signage and other information

sources and treatments. P L P P

1.5 Council and Grampians Tourism to work with the

community on opportunities to enhance existing

events and to support the development of new events

that are based upon the wine and food product of the

region. This could include development of an

umbrella event(s) and activities for Great Western as

part of the existing Grampians Grape Escape Wine

and Food event.

P P L P

1.6 Through a partnership between community, Council

and Grampians Tourism, develop informative

marketing collateral for Great Western that can be

utilised in online, print and media channels and that

aligns to the township signage project as above.

L P P

1.7 Include assessment of camping and caravan facilities

as part of the proposed Master Plan for the

Recreation Reserve and Racecourse Precinct.

L P P P P

1.8 Council to work with the community on supporting

the attraction and retention retail and food outlets

and provide proactive assistance and advice to new

and existing operators in relation to statutory and

other business management requirements.

P L


July 2014 – Version 0.2 — 42 —



State


Grampians

Tourism Other

Low Medium High

0-2yrs 2-5yrs 5-10yrs <$100k <$500k >$500k

1. Tourism and economic development cntd....

1.9 Continue to promote and support local and regional

food and wine networks. L P

1.10 Support the development of a Western Highway

Discovery Trail and where possible, integrate into

future VicRoads Highway planning and

implementation strategies.

P L P P

2. Gateway and streetscape treatments

2.1 Seek EOIs to interest to undertake a Township Design

and Streetscape Plan to be undertaken take in a

stage approach to align to future planning and

implementation of the Western Highway Duplication

and Great Western bypass project.

L P P P

2.2 Integrate design and implementation of gateway and

township interpretation elements, signage and

landscaping treatments into the proposed

Streetscape Design Plan.

L P P P


July 2014 – Version 0.2 — 43 —



State


Grampians

Tourism Other

Low Medium High

0-2yrs 2-5yrs 5-10yrs <$100k <$500k >$500k

3. Community assets and services

3.1 Seek EOIs for the development of a detailed Master

Plan for the Recreation Reserve and Racecourse

Precinct to include a business case and preliminary

design and infrastructure costings. Ensure a robust

program of community consultation and

participation is included in project planning and

management and delivery activities.

P P L P P 3

3.2 Seek EOIs for the development of a Master Plan for

the Memorial Park as described to include a program

of robust community consultation. P P L P P

3.3 Partner with the community to update the current

Great Western community website with current

information.

3.4 Liaise with local real estate agents, schools and major

employers to seek support for the promotion of the

Great Western, Great Town information pack to

potential new residents

P P L

3 Implementation phase


July 2014 – Version 0.2 — 44 —



State


Grampians

Tourism Other

Low Medium High

0-2yrs 2-5yrs 5-10yrs <$100k <$500k >$500k

4. Living, lifestyle and planning

4.1 Incorporate policy and direction guidelines into the

Northern Grampians Planning Scheme. L P P

4.2 Update the existing Great Western Urban Design

Framework to reflect recommendations and

incorporate into the Northern Grampians Planning

Scheme

L P P

4.3 In partnership with GWM Water, provide support and

advice to existing and new residents on the processes

for connection to the sewerage scheme P P L

4.4 Develop and incorporate Wastewater Management

Guidelines for the sustainable management of onsite

waste water within the township and modify the Local

Planning Policy Framework accordingly.

L P P

4.5 Updates and revisions to the UDF can be largely

completed by NGSC and also integrate into current and

future planned revisions and updates to the local

planning scheme.

L P P


July 2014 – Version 0.2 — 45 —



State


Grampians

Tourism Other

Low Medium High

0-2yrs 2-5yrs 5-10yrs <$100k <$500k >$500k

5. Governance and other matters

5.1 Council to support the facilitation of a community

governance forum with key community groups and

associations to collectively determine how to progress

and establish the proposed Great Western Future Plan

Committee.

5.2 An agreed Committee Terms of Reference to be

developed to clearly define the purpose, role,

responsibilities and governance framework of the

Committee to be reviewed on an annual basis.

P L

5.3 Under the auspices of the proposed Great Western

Future Plan Committee maintain and strengthen lines of

dialogue and communication between the community,

Council, VicRoads and other key agencies on issues that

are important to the community in relation to the

Western Highway Duplication and Great Western

bypass projects.

P P L P P


July 2014 – Version 0.2 — 46 —

Funding strategies

The following provides a summary of primary projects that will require a level of planning investment and funding. Implementation costings for infrastructure

works are not known at this stage, as they will be informed by outcomes and recommendations from proposed planning activities. Given the cyclical nature of

government budgets and funding programs, potential funding sources are provided based on what is understood to be available at the time of writing. Based on

current knowledge, funding programs that could support proposed projects include:

AusTrade’s Demand-driver Infrastructure programme (tourism) that is currently under development with no guidelines or program details currently available;

State Government’s Regional Growth Fund including Putting Locals First, Local Government Infrastructure Program and the Local Community Initiatives

Program;

State Government’s Sport and Recreation based funding such as the Community Facility Funding Program (Recreation Planning and Facility Feasibility);

Tourism Victoria’s Country Victoria Events Program; and

Grampians Tourism discretionary project funds as well as incorporation of projects that may fall under their priority project investment strategies

As with any Government or other funding, the process for securing funds is highly competitive, subject to budget allocations and generally requires supporting

contributions from Councils and / or communities of interest. The Future Plan provides grant information as a guide only. Funding may be subject to specific

funding rounds and may also require the support of the relevant Regional Development Association Board.

Summary of funding guidelines

Table 6 – Possible funding program summary

Program name Department Category / Purpose $ available $fund:Scontribution

Putting Locals First

Regional Development Victoria

Local Strategic and Project Planning Up to $30,000 $3:$1

Improved Local Infrastructure Priority local infrastructure project implementation $300 - $500k $2:$1

Local Community Initiatives Community-based skills and leadership development Up to $150,000 $3:$1

Community Facility Funding Program Sport and Recreation Victoria

Major Facilities project implementation Up to $650k $1:$1

Minor facilities project implementation Up to $100k $2:$1

Planning – Facility Feasibility Up to $30,000 $2:$1

Country Victoria Events Program Tourism Victoria Potential and existing planning and development Up to $10,000 $1:$1


July 2014 – Version 0.2 — 47 —

Table 7 – Funding strategies

Project Indicative

cost Council Community State Govt Other Comments

Great Western Brand and Marketing Concepts

development $12,000 $4,000 $8,000

Great Trail Implementation Plan $20,000 $5,000 $15,000

Township Design and Streetscape Plan $70,000 $17,500 0 $52,500

Great Western Signage and Information Design

Implementation $120,000 $60,000 $10,000 $40,000 $10,000*

*Grampians Tourism

*Tourism Victoria

*Tourism Australia

Great Western Events Development $20,000 $10,000 $10,000

Grampians Tourism

*Tourism Victoria

*Tourism Australia

Online and print Great Western Tourism

marketing $25,000 $5,000 $5,000 $10,000 $5,000*

* Grampians Tourism

*Tourism Victoria

*Tourism Australia

Western Highway Discovery Trail and Open For

Business Strategy $50,000 $20,000* $10,000 $20,000* *Corridor Councils and VicRoads

Recreation Reserve and Racecourse Precinct

Master Plan $55,000 $20,000 $5,000 $30,000

Great Western Memorial Park Master Plan $20,000 $5,000 $15,000

Great Western, Great Lifestyle promotion

packages $15,000 $10,000 $2,500 $2,500* *Business advertising revenues

Total* $407,000* $156,500 $22,500 $190,500 $37,500

*Excludes costings for infrastructure and other works

associated with recommendations and implementation

of the final Recreation Reserve Master Plan and

Streetscape Design Plan and Memorial Park Master Plan.

Documents

Great Western Future Plan 2014-2024 · The Great Western Future Plan (GWFP) provides a vision for future social, economic and investment opportunities through integrated township